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Focuses on Pfizer Inc., `Forbes' Company of the Year for 1998. The company's work on drugs to combat heart disease, schizophrenia and cancers of the colon, breast and pancreas; Chairman and chief executive William C. Steere Jr.'s goal of surpassing Merck's drug sales; Successful marketing, including direct-to-consumer; Importance of marketing to every aspect of drug development and delivery; Top-selling Pfizer drugs; Company history. INSET: Power pills.

The article focuses on the market performance of chemical research company Union Carbide Corp. Topics discussed include the company's products, the optimism among its executives and shareholders, the decline in its financial performance and the tender offer being received by Carbide from real estate developer Heyman.

Focuses on Viacom Inc. chairman Sumner Redstone as of spring 1998, in light of the turnaround of problems that faced the company in 1997. The company's ownership of Blockbuster Video, MTV Networks, Paramount's film and television units, Showtime Networks, theme parks and television stations; Details of the studio negotiations that solved the problems faced by Blockbuster; Further cooperative ventures.

The article discusses the design and construction of airplanes used specifically for business travelers. A history of business travel is given along with an account of the development of business executive attitudes towards air travel. The costs of having employees travel for business is also highlighted.

The article features Harry E. Humphreys Jr., president of U.S. Rubber Co. in 1951. His approach to business is said to be ordinary ability and hard work. He believes that ill-formed government thinking has suffered from fallacies, including the assumption that all world sources of natural rubber could be denied. A description of his working habits and corporate leadership style is provided.

A biography is presented of C. Donald Dallas, chairman of copper and brass producer Revere Copper and Brass. He was born in Canada in 1881, attended public schools in Chicago, Illinois, and graduated from the Armour Scientific Academy in Illinois. The author discusses Dallas' views of small companies' advantages, the management of copper mills representative A. C. Dallas, and his opinion about failure in small business. Special attention is paid to Dallas' management of Revere Copper.

The article discusses the relations between junior and senior executives in U.S. companies as of September 1939. The author suggests that senior managers' approach should be aimed to efficiently develop the juniors' abilities through co-operation and delegation of authority. He further warns against some practices and restrictions in senior-junior relations and highlights the need for mutual respect.

The article presents a biography of insurance industry executive Thomas Basset Macaulay, president of Canada-based Sun Life Assurance Co. as of May 1930, focusing on his business philosophy and undertakings. Explored are his approach towards investing, his methods of analyzing corporations' stocks and the condition of the market, and his forecasts for the development of the U.S. and Canadian economies. Attention is also given to his attitude to the stock market crash of 1929.

This article focuses on executive coach Marshall Goldsmith. Tough, blunt, sure-handed and successful--that is how the chief executive saw himself in his role at a famed financial services giant (anonymous here). Until June. Then Marshall Goldsmith, a Zenlike, gentle soul who makes $1.5 million a year coaching some of the most powerful senior executives in the world, stepped in with the shocking truth. Goldsmith is a rock star in the inward-looking, sometimes backbiting world of executive coaching. In the past 28 years he has counseled the brass at Boeing, Northrop Grumman, General Mills, Toyota and elsewhere. Business is booming in this post-Enron era, when corporate chieftains are prone to atone and tone down. Now they are encouraged--by experts who can charge upwards of $10,000 a day--to drop that pose, rev down and look inside themselves for traits they need to change.

Focuses on Mitchell Fromstein's tenure as chief executive at Manpower Inc. His July 1998 dismissal of Jon F. Chait; Market for temporary workers; Company earnings, and Fromstein's responses; The board of directors' failure to question Fromstein; Outlook for improvement. INSET: Where is the power in Manpower?.

The article looks at the management of U.S. food producer Standard Brands' by its former chairman Henry Weigl and the appointment of its new chief executive officer and president Ross Johnson as of September 1976. The author discusses the dismissal of Weigl, the company's profitability during his management, and the attitudes of Weigl towards his employees.

The article focuses on several U.S. executives and organizations' officials with a focus on their careers and personal life as of June 1976. Information is provided about the plans of Alan Weeden, former chief executive of institutional equity broker Weeden & Co., to take a year off and travel with his family, the career and attitude of James J. Shapiro, chairman of sewing pattern guides Simplicity Pattern Co., and the views of Oren Lee Stanley, president of the National Farmers Organization.

The article presents U.S. entrepreneur Louis Marx Jr., with details provided about his career as of April 1974. Topics include his decision to switch from the toy business of his father to the petroleum industry, relations with his partner Dan W. Lufkin, and his petroleum company Pan Ocean Oil. Also discussed are Marx's character and his personal wealth.

The article discusses U.S. business management as of January 17, 1983. The author focuses on an article by professors Robert Hayes and William Abernathy in the periodical "Harvard Business Review", according to which the problem of U.S. management is focusing on financial performance and short-term profits and neglecting product quality and people. According to professors Robert Glauber and Michael Porter, the problem is managers put their own welfare before that of stockholders or society.

The article focuses on the importance of management having real and vital stake in company. The author believes rules and principles are not enough to maintain a competent, zealous and loyal executive staff. Andrew Carnegie showed how it is done when he picked the most able men to surround him, which all became millionaires at a time when its not common. According to the author, ownership management and the nurturing of an espirit de corps are essential to the success or failure of a business.

The article discusses the relationship between labor and capital and the methodology behind factory management by highlighting the methodology which industrial managers use to train new factory employees. Topics include technological unemployment, labor unrest, and the attitudes of executives and management.

The article discusses the methodology of business management. It highlights the increasing prevalence of the use of new analytical tools by business executives when designing corporate strategy or developing a business plan which seeks to provide the maximum possible profits and return on investment.

The article discusses various aspects of the economy of the United States. Government policy towards debt reduction is criticized, the utility of government stimulus spending given the corresponding increase in public debts, and the attitudes of executives towards unemployed workers and high unemployment in general.

The article presents stock price forecasting. A chart is included with information about the securities price for the public utilities industry, the steel industry, and the railroad industry after compiling information about the attitudes of business executives in each sector through a survey about the economic conditions of their industry.

The article discusses opinions of executives in the U.S. shipping industry on prospects for the development in the field as of June 1, 1930. Special attention is paid to the efforts of U.S. marine industry to establish foreign trade relations. The competition of the United States with nations, described by the author as "older marine nations" in merchant marine is investigated as well.

The article looks at the opinion of computer services company International Business Machines Corp. (IBM) president Thomas J. Watson that U.S. business management is capable of dealing with recession in the U.S. as of April 1, 1930. Special attention is paid to the interrelation between sales and industrial products. The relations between employers and employees in U.S. corporations are also reviewed.

The article discusses the possible economic advantages for U.S. corporations of mergers as of February 1, 1930. The author pays special attention to the importance of managerial skills for the financial benefits of a merger. The opinions of U.S. executives, including industrialist Henry Ford and the American Federation of Labor's vice presidentMatthew Woll on mergers are also investigated.

The article features Louis Wiley, business manager of the "New York Times." It describes how Wiley handles his job and his executive capacity. According to Wiley, many businessmen try to do too much themselves and that his approach involves never doing anything himself of he can get someone else to do it for him.

Presents the favorite web sites of various celebrities and executives. Joan Rivers; Nathan Myhrvold; James de Castro; Others.

Focuses on international freight forwarder Expeditors International, which placed on the Forbes Platinum 400 list in the travel and transport category. Role of Chief Executive Peter J. Rose in the success of the company; How Expeditors keeps costs low by buying bulk space on air and ocean carriers; Comment on Rose's management style; Details of the company's success since its initial public offering of stock in 1984.

Focuses on the new idle rich--executives who work their way up without being especially interested in the company, only in their personal gain. Corporate downsizing; How idle rich survive; Newfound clout of corporate senior citizens; Lack of obsession with work; Inclination towards the leisure life.;

Presents executives' attitudes concerning the Unisys advertising campaign about their employees and preoccupation with work. Lawrence A. Weinbach of Unisys; Alan C. Greenberg of Bear, Stearns & Co.; Ray Marcy of Interim Services; Mark Oldman of VaultReports.com; Karen Lewis of Hewlett-Packard; Walter Klenz of Beringer Wine Estates; J. Merrick Taggart of Swiss Army Brands; C. Garry Betty of EarthLink; Eric Bischoff of World Championship Wrestling.

Mentions concerns and thoughts of top executives, such as Jean-Louis Gassee of Be Inc., Deborah Rosado Shaw of Umbrellas Plus, Keith Cooper of FaxNet Corp., James Sandusky of NicSand Inc. and Christos M. Cotsakos of E*Trade.

Focuses on Wendel Province's management of Chicago, Illinois-based muffler maker Midas Inc. Province's background; Whitman Corp.'s January 1998 decision to spin off Midas to shareholders; Province's elimination of competition between franchisees and company-owned stores; His efforts to encourage sales growth; Relations with franchisees.

Offers comments from ten United States executives and attorneys about the art of negotiation. Michelangelo Volpi of Cisco Systems; Robert Kindler of Cravath, Swaine & Moore; Thomas O. Hicks of Hicks, Muse, Tate & Furst; Others.

Focuses on United States emergency oxygen equipment supplier Scott Technologies. The company's neglect of its customers' requests; How chief executive, Glen Lindemann, turned the company around; How Scott meets its customers' needs; Sales statistics; Stock price.

Offers comments from male chief executives who work for large companies heavily staffed with women and that make products for women. Gender differences in the workplace; Comments from Steve Florio of Conde Nast Publications, Sid Craig of Jenny Craig, Inc., Jim McCann of 1-800-FLOWERS and others.

Focuses on Platinum Technology and chief executive Andrew Filipowski. The company's revenues as of October 1998, and growth between 1994 and 1998; How the growth has been achieved, and the role of accounting; Stock performance; Background and development of the company; Filipowski's goals for the company.

Offers comments from entrepreneurs about their motivation for success. Jim Clark of Netscape Communications Corp.; Leonard Stern of the Hartz Group; Anita Roddick of The Body Shop; Bill Bartmann of Commercial Financial Services; Katrina Garnett of CrossWorlds Software; Others.

Offers comments from United States business executives on the lessons they learned in the neighborhoods where they grew up. Cathleen Black's appreciation of Midwestern indifference to social status; Linda Bloodworth-Thomason's appreciation of Southerners readiness to fight back; Gene Keluche's appreciation of his relationship to the natural world; Other points of view.

The article focuses on a conflict of interests among the executives of John D. and Catherine T. MacArthur Foundation as of June 1979. Topics discussed include the market value of insurance company Bankers Life & Casualty Co.'s stock, owned by the foundation, the views of the son of the foundation's creator J. Roderick MacArthur regarding the entity's charity, and the opinion of its director William T. Kirby.

The article provides details about the performance of casket manufacturer Hillenbrand Industries as of May 1, 1976. Topics addressed include the corporation's revenues and the operations of its subsidiaries, casket manufacturer Batesville Casket and electric hospital beds manufacturer Hill-Rom. The attitude of Hillenbrand Industries' vice president John A. Hillenbrand towards death is also analyzed.

The article looks at the management strategy of supermarkets Safeway Stores as of May 15, 1974. The author pays special attention to the opinion of president William Mitchell on the importance of divisional managers' role in the corporation's structure. Details related to the opinion of Safeway's chairman Quentin Reynolds on division managers' contribution to the company's competitive potential are also provided.

The article looks at the management style of oil company Cities Service's chairman Robert V. Sellers as of March 15, 1974. The author pays special attention to the corporation's profits from its product diversification in copper industry. Details related to Sellers's opinion on the company's performance are provided as well.

The article discusses the psychological effects of employee promotion as of December 5, 1983. The author focuses on middle managers' understanding of appropriate executive behavior, senior executive's opinion on their behavior, and the reasons why senior managers do not help newly promoted middle managers. The author advises against reading books about Japanese middle managers, and recommends reading Greek classics and in particular the story about Icarus and Daedalus.

The article looks at the business style of bond trading company J.J. Lowrey and Co.'s founder James J. Lowrey as of November 21, 1983. Topics addressed include Lowrey's working with thrift institutions during his service at investment bank Salomon Brothers, his involvement with business advisory services and his attitude towards "big-firm mentality."

The article provides details about the business style of inventory renting company Aaron Rents Inc.'s owner R. Charles Loudermilk as of November 21, 1983. The author pays special attention to the Loudermilk's managing a furniture leasing business. Other topics addressed include Loudermilk establishing the company "from nothing" and his attitude towards "negative customer responses."

The article discusses the performance of company USAir Group, Inc., described by the author as the "most profitable airline in the Western World" as of November 21, 1983. Special attention is paid to the attitude of USAir's chairman Edwin Colodny towards deregulation. Other topics addressed include Colodny's plan to improve the corporation's financial performance, the company's profits, and USAir' purchase of Boeing airliners.

The article looks at factors impacting executives' decision on promoting an employee as of September 26, 1983. The author pays special attention to the importance of employees "channeling their aggression." Also investigated is the possible impact of "self-destructive behavior" on an employees' job performance.

The article discusses the growth of bank software provider Hogan Systems Inc. as of August 29, 1983. The author pays special attention to Hogan's product, defined as one including "a program forprocessing deposits, from simple cashtransactions to the opening of individualretirement accounts." The opinion of president Richard Streller on the corporation's future performance described by the author as "upbeat onHogan's prospects" is also reviewed.

The article looks at the performance of computer equipment manufacturer Vermont Research Corp. as of May 9, 1983. Topics reviewed include the corporation's manufacturing disk memories and the attitude of the company's president Hugh Taft, described by the author as "unhappy" on Research Corp.'s revenue in disk memory industry.

The article discusses the tendency for U.S. corporations' willingness to acquire insurance brokerage company as of February 28, 1983. The author pays special attention to FRANK B. Hall's earnings, described by the author as at "low point and about to recover" as factor that make it desirable for acquisition. The opinion of Frank B. Hall's chairman Albert Tahmoush towards the corporation's performance is also reviewed.

The article looks at U.S. executives who founded small companies after retiring from larger corporations as of September 13, 1982. Topics reviewed include Jack Hanigan becoming an executive at shoe and clothing company Genesco and Don MacNaughton assuming the position of chief executive officer (CEO) of insurance company Prudential Insurance Co. Mike Wright become an executive of oil drilling tools manufacturer Cameron is also reviewed.

The article focuses on the management style of department store Sears Roebuck and Co.'s president Edward Brennan as of July 21, 1980. The author pays special attention to the merchandising techniques Brennan intends to apply to improve corporate performance. The management of Sears' subsidiary, insurance company Allstate Corp. by Archie Boe is also reviewed.

The article presents Herbert Schmertz, vice president of public affairs of U.S. petroleum producer Mobil Corp. as of March 1980, focusing on the impact of a book he wrote on his relations with other executives at the company.